Digital Transformation with BPM (Print Edition)

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Digital Transformation with Business Process Management (print edition)


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Foreword by Nathaniel Palmer

BPM Transformation and Real-World Execution

BPM is essential to a company's survival in today's hyper-speed business environment. The goal of Digital Transformation is to help empower enterprises to compete at the highest level in any marketplace.

“Today’s BPM platforms deliver the ability to manage work while dynamically adapting the steps of a process according to an awareness and understanding of content, data, and business events that unfold,” says Nathaniel Palmer. “This is the basis of intelligent automation, making BPM the ideal platform for digital transformation.”

The authors discuss the impact of emerging technologies, the mandate for greater transparency and how the ongoing aftershocks of globalization have collectively impacted predictability within the business enterprise.

Digital transformation describes the changes associated with the application of digital technology in all aspects of human society.

This book provides compelling award-winning case studies contributed by those who have been through the full BPM experience. The case studies describe the processes involved to generate successful ROIs and competitive advantages.

These world-renowned authors and leading edge case studies will help you understand the meaning and impact of Digital Transformation and how you can leverage that transformation using BPM you already have. Learn how to extend that into core processes that run the business and thus engage more meaningfully with your customers.

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Foreword: BPM as the Platform for Digital Transformation

Nathaniel Palmer, WfMC, USA 

Today’s BPM platforms deliver the ability to manage work while dynamically adapting the steps of a process according to an awareness and understanding of content, data, and business events that unfold. This is the basis of intelligent automation, enabling data-driven processes adapting dynamically to the context of the work, delivering the efficiency of automation while leveraging rules and policies to steer the pathway towards the optimal outcome. For these reasons, BPM is the ideal platform for digital transformation. Not old wine in new bottles, but the critical leverage point for capitalizing on digital disruption.

Transform Customer Experience and Operational Excellence By Going Digital Outside and Inside

Connie Moore, Digital Clarity Group

The amount of information generated each day within businesses and government is enormous. It continues to outstrip the abilities of workers to process incoming requests and information from customers and prospects, and for sales, service, support and finance to fulfill those requests internally.

Connie Moore examines how this unending deluge of structured and unstructured information pushes organizations to ditch their old, outdated ways of working. In place of old ways, they must embrace a plethora of channels to capture the ever-rising amounts and types of data submitted by customers in an effort to become fully digital on the outside.

At the same time, enterprises are concerned with internal efficiency and advances in operational excellence in their rapidly changing industries. In response, they are putting their efforts behind new systems that transform digital operations, streamline internal processes, reduce the information glut, integrate business applications with information stores and go digital inside.

IoT with iBPM & DCM for Battlefield Digital Transformation

Kerry M. Finn, Raytheon Corporation, USA, Dr. Setrag Khoshafian,
PegaSystems Inc., USA

Aspects of business process management (BPM) have been around for many years, with a known value statement in terms of business efficiency and cross-functional life-cycle improvements. The essential concept is that when a business can agree on and build a common model for key business processes that span functional organizations, followed by supporting organizational, user process and technology changes, then very significant life-cycle improvements in cost, cycle time and manpower can be achieved beyond the scope of one business function or organization. The evolution of intelligent Business Process Management (iBPM) as workflow automation shifts to its 4th generation provides a powerful tools suite that enables dynamic processes that accommodate agility and change through a common and integrated suite of DevOps-inspired automation and time to market deployment of workflow solutions.

The paper spans the complete spectrum of digital technologies as they are leveraged in Battlefield planning and operations, including mobile, social collaboration, cloud, analytics, IoT, and especially digitized theater value streams through iBPM and Dynamic Case Management (DCM). The authors provide frameworks to accelerate process responsiveness, visibility, and transparency with continuous optimizations. They also address the digital transformation maturity assessment frameworks for battlefield responsiveness to accommodate tactical networks.

BPM Farming: Reap Benefits by Nurturing Your Existing Platforms

Kay Winkler, NSI Soluciones, Panama

BPM everywhere indeed! The third wave of business process management has come and receded, having left an irreversible imprint on today’s technological landscape and business practices. The Internet of Things (IoT) enables business processes to extend services closer to our customers than ever before, while even more business applications sport BPM capabilities of some sort or another. Chances are that you have multiple workflow tools and BPMS set up in your organization. Thus, likely having an immense arsenal of technologies at your disposal to automate business processes, your stakes are high to harness the power of existing technologies, while avoiding the pitfalls of redundancies, information silos and misuse of applications whose main purpose is different to BPM.

The author details the key questions a company needs to address when desiring to keep using its existing BPM while improving current and creating new process solutions. He explains how to achieve business transformation, whereby all pieces of a larger and holistic strategy must fit perfectly.

Creating Digital Threads, Driving Lean Startup Models

Neil Ward-Dutton, MWD Advisors, UK

Digital transformation is a subject on every executive’s lips; no matter what industry they’re in. Organizations from sectors as diverse as financial services, retail, utilities and logistics see the threats posed by both new digital natives entering their marketplaces, by more traditional competitors stealing a march on them with new digitally-powered services and experiences, and even by out-of-sector players using digital channels to launch competitive products and services. However, digital technologies also hold the promise of giving you ways to protect your company against these threats, at the same time as improving the experiences that your organization can deliver to customers; improving your operational efficiency and agility and driving more innovation into your products and services.

In this paper, the author digs into several aspects of the concept of digital transformation and show the strategic role that IT has to play in delivering those aspects. He then goes on to show the extent to which modern business process application platforms fit the technology platform requirements that spring from serious digital transformation efforts.

Improve, Automate, Digitize

Frank Kowalkowski, Knowledge Consultants, Inc., USA

Have you ever wondered why organizations spend a lot of money, get involved with large projects for improvement or transformation, get outside help, and yet, still don’t realize the value they expected? Then, several years later, things seem to get on track or they get worse. Did the management learn anything? Every time a new technology, method or other ‘hot thing’ comes out, organizations try to take advantage of it before the competition. The author looks at new advances in digitization, process automation and myriad other technologies pushing their way into the business space.

Mr Kowalkowski details orderly ways to proceed with integrating digitization, transformation and BPM efforts. The basic idea is to start with accurate processes at the beginning of a transformation rather than jumping into the new technology immediately. At the same time management needs to know if the value proposition they read about is realistic for their organizations.

A Methodology for Human BPM Processes

Keith D Swenson, Fujitsu America, Usa

We often think of digital transformation in terms of machines and data flows. As we make everything digital, what is it that we are transforming? There is little to gain from digitizing things that are already automated.

The real benefit comes from transforming things that are not automated; things that today are human processes. The goal cannot be to simply automate earlier manual processes. Many processes are done by humans today because they cannot be automated by the traditional means.  Humans have a natural decision-making ability that far exceeds the capability of pre-defined rules. The important question in front of us is how to make a digital organization that works symbiotically with people. Not replacing, but enhancing, their work.

In this chapter, Mr Swenson offers a method to take a human information worker process and to properly implement a case process that supports the worker to get more done, to be more efficient and more accurate.

Section 2: BPM Execution - Award-winning Case Studies

Download PDF of the Introduction with full abstracts of case studies (no sign-up required)

ARaymond, Brazil

Nominated by Lecom S/A, Brazil

Die Mobiliar, Insurance Company AG, Switzerland

Nominated by ISIS Papyrus Europe AG, Austria

Fujirebio Diagnostics, USA

Nominated by Wonderware, India

INTA, Argentina

Nominated by PECTRA Technology Inc., USA

Ministry of Interior, Colombia

Nominated by AuraPortal, Spain

National Bank of Kenya                                                            

        Nominated by Newgen Software Technologies Ltd, India

Santos City Hall, Brazil

Nominated by Lecom S/A, Brazil

Seguros Universal, Dominican Republic

Nominated by Bizagi, UK

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